Running head: TRAINING PROGRAM PLAN

Training Program Plan

Dawn Arnett
AET/570
July 6, 2016
Charity Jennings

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Training Program Plan

Training Program Description

The training program at Cooling House Heating and Air Conditioning is for the
warehouse/inventory department. This training will aid employees in enhancing their ability to
sign in trucks, stock inventory, sign out inventory, enter inventory into the computer system, and
order inventory according to the appropriate processes. The intended audience for the
warehouse/inventory training are employees that are already in the warehouse/inventory position
as well as employees who will be entering into the warehouse/inventory position.
The goals of the training program are to ensure each current and future employee is
trained in the warehouse/inventory position, that funds are monitored in the appropriate fashion
when dealing with inventory and ordering, and that profit will become more of a focus within the
warehouse/inventory position. The company wants to ensure that each employee understands the
importance of inventory control and how this affects profitability and employee retention.
Cooling House Heating and Air Conditioning wants every employee to understand why the
warehouse/inventory position is vital to the success of the company and to be able to follow the
guidelines of this position.
The objective of the training program is to ensure employees and management are more
aware of the warehouse/inventory processes and the bottom line. The employee will learn the
following throughout the training process:
1. Unload incoming trucks
2. Stock items after checking in stock from trucks
3. Log all stock from trucks
4. Enter bills after stock arrives

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5. Pull stock for technicians or jobs when required

6. Log stock pulled for technicians or jobs
7. Count stock for inventory purposes
8. Enter counts into system for checks and balances
9. Order stock from computer system
10. Log all orders made from computer system
11. Communicate with management about any discrepancies between missing parts or
shorted shipments
12. Maintain a positive relationship with suppliers to aid in getting the best service from
suppliers
13. Note any discrepancies on billing from suppliers
14. Maintain communication with management about all warehouse/inventory operations
These objectives will assist employees and management in ensuring the warehouse/inventory
processes are maintained in the more efficient manner possible. This training program will assist
all warehouse/inventory employees in gaining a better understanding of the needs of the
warehouse/inventory department and how that falls in line with the needs of the entire company.
Gap Analysis
The need for training in the warehouse/inventory division of Cooling House Heating and
Air Conditioning was determined using three different methods. The methods used to make the
decision for the needs for training are observations, job and task analysis, and group sessions.
Management observed employees during working hours and analyzed their interactions with
each other, the suppliers, and the delivery drivers along with how they were performing the
everyday tasks that have been established. Management found that employees were not

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interacting in a professional fashion in any facet of the job and stock items were not being
stocked according to previously set standards. This led to stock not being logged properly and in
turn ordering was not done properly. These issues lead to profit loss and lowered employee moral
which was one of the deciding factors for a new and improved training program.
Job and task analysis was then performed to analyze how the tasks were being performed
and whether or not this method is working properly for the employees and the company. Through
the job and task analysis management found that processes were not being followed
appropriately and were not effective for the company or the employee. This was making the job
more difficult for the employee and causing a lack of moral within the company.
The job and task analysis led management to hold group meetings to delve into why the
warehouse/inventory employees were having a difficult time following the standards that were
previously created for the position. Employees gave their opinions on the processes which
include the process is not clear enough, not everyone understands the process, and everyone
needs to learn more about the computer system for ordering purposes. Employees also state that
management is not involved enough with the billing by the suppliers which leads to the
employees not understanding how to approach situations when there are issues with incoming
shipments.
The financial reports have shown that the company is paying excessive amounts on
product and the logs for incoming and outgoing parts are not matching what the financial report
is showing. This shows management that the processes are not being performed appropriately
and there may be more of an issue within the warehouse/inventory position. These methods in
conjunction with financial reports led to the decision for a new and improved training program
for the warehouse/inventory position.

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Budget

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Staffing Plan

Cooling House Heating and Air Conditioning is a small company with 5 trainees in the
warehouse/inventory department. The training manager will provide the majority of training for
the training program. The training manager will be required to be proficient in the inventory
system and have a minimum of 5 years of experience warehouse/inventory.
If problems arise during the training process the training manager will have full access to
other management staff within the company. Each manager will have a different ability to answer
any questions that the training manager is unsure of through the processes. The outside sources
that will be available are suppliers and IT. Suppliers will be able to answer questions pertaining
to stock purchases past and present to better equate the trainees to what is ordered and when
from the supplier. The IT connection will be able to assist with any computer issues that may
arise throughout the training program.
Other resources that will be available to the trainees and the training manager are
webinars and simulations that cover all the processes of the warehouse/inventory department.
The trainees will also have constant access to their training manual if they require any refreshers
on the information they have learned throughout the training program. The strategy to fill the
resource gaps is constant communication with the trainees on what they feel they may require for
further training efforts if they are having a difficult time understanding the training material.
Through constant follow-up the training manager will be able to find out what is missing from
the training program and send in a request to gain the resource that is required.
The evaluation process for staff performance will come through follow up meetings with
the trainees. Evaluation of the performance abilities of the trainees. Follow up on current
financial records to evaluate if the training program has had a positive effect on the profit margin

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in the warehouse/inventory department. A rubric will also be provided to gauge how involved the
employees remained in the training program.

Cooling House Heating & Air Conditioning

Warehouse and Inventory Rubric

Name: ________________________
Date: ___________________

Teacher: Dawn Arnett

Title of Work: ___________________
Criteria

Points
3

Remained present
throughout training
Remained present
and was engaged in
Remained mostly
Remained present
throughout training
training concepts
present throughout
throughout training
Employee reaction to
and was somewhat
and increased value
training and was
and was engaged in
warehouse/inventory
engaged in training
of discussion.
____
somewhat engaged
training concepts
training
concepts and
Demonstrated mild
in training concepts
and increased value
increased value of
understand of
and discussion
of discussion
discussion
content through
discussion and
training period
Can display how to
check in and stock
Can display how to
Can almost display
items. Can display
Can display how to check in and stock
Display of knowledge how to check in
how to sign in and
check in and stock items. Can display
from
and stock items.
out items. Can enter
items. Can display how to sign in and
____
Warehouse/Inventory Can almost display
incoming inventory
how to sign in and out items. Can enter
training
how to sign in and
in computer system.
out items.
incoming inventory
out items.
Can send out order
in computer system.
from computer
system.
Behavior change since Displays a general
Displays a
Displays a
Displays a
____
warehouse/inventory determination to
determination to
determination to
determination to
training
apply training to
apply training to
apply training to
apply training to
every day job
every day job
every day job
every day job
activities
activities and tries to activities and works activities and works
join with others to with others to assist with others to assist
assist in
in
in
warehouse/inventory warehouse/inventory warehouse/inventory
measures
measures. Displays measures. Displays
common
common
warehouse/inventory warehouse/inventory
knowledge and
knowledge and

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openly shares
experiences with
others. Assists in
training efforts with
other employees
Can display how to
check in and stock
Can display how to items. Can display
check in and stock how to sign in and
items. Can display out items. Can enter
how to sign in and incoming inventory
out items. Can enter in computer system.
Can display how to
incoming inventory Can send out order
Can almost display check in and stock
in computer system.
from computer
how to check in items. Can display
Displays a
system. Displays a
and stock items. how to sign in and
determination to
determination to
Can almost display out items. Displays a
apply training to
apply training to
Overall results of how to sign in and determination to
every day job
every day job
warehouse/inventory out items. Displays apply training to
____
activities and works activities and works
training
a general
every day job
with others to assist with others to assist
determination to activities and tries to
in
in
apply training to join with others to
warehouse/inventory warehouse/inventory
every day job
assist in
measures. Displays measures. Displays
activities
warehouse/inventory
common
common
measures
warehouse/inventory warehouse/inventory
knowledge and
knowledge and
openly shares
openly shares
experiences with
experiences with
others
others. Assists in
training efforts with
other employees
____
openly shares
experiences with
others

Total---->
Teacher Comments:
The rubric in conjunction with all other evaluation tools will provide a clear analysis of the
programs success rate.

____

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Stakeholders and Goals

Stakeholders (minimum of five)

Manufacturers

Partnership goal
Makes quality high efficient product,
provides training, technical support and
information to assist installers in
installing equipment properly for
consumers to receive the best quality
results (Taylor, 2004).

Distributors

Ensures they stock the most efficient and

quality equipment possible. Make sure
parts are on hand to ensure customer
satisfaction for repairs and give a good
pathway for contractor/manufacturer
relationship. The distributor is the
middle man between the manufacturer
and contractor and keeps the products
moving. (Taylor, 2004).

Consumer

Controls the demand for product and

holds the contractor accountable for
delivering quality service through all
steps of the relationship (Taylor, 2004).

Efficiency program administrators

Offers financial incentives for

purchasing higher efficiency equipment.
Gives consumers advantages to
purchasing higher efficiency products
and in turn building a higher sales ticket
(Taylor, 2004).

Governmental entities (EPA)

Holds consumer accountable for

government regulations and
environmental safety such as refrigerant
handling as to not over pollute the
environment (Taylor, 2004).

Communication Plan

Ways to build support

Contractor must communicate with

distributors to ensure the manufactu
understands the needs of the contra
The contractor must keep all accoun
up-to-date and ensure they are sellin
most quality and efficient equipmen
offered
Contractor must keep communicati
open with distributors about equipm
operation, training needs for equipm
what the consumer needs are when
dealing with equipment, and what
improvements need to be made. Th
distributor is the middle man betwe
the contractor and the manufacturer
communication on product needs an
wants must remain constant for sup
to be built
Contractor must maintain quality
customer service, offer reliable, qua
and efficient equipment. The contra
must follow up after the installation
new equipment and ensure the cons
is happy with the product through t
lifetime of the equipment.
Contractor must communicate the h
efficiency incentives to the consum
order to make the efficiency progra
administrators see that the program
working and consumers are purchas
higher efficiency products due to th
incentives that are being received. T
will keep the program operating and
consumers will continue to be entic
the incentives
Contractor must uphold all governm
regulations pertaining to the equipm
being sold to consumers. All paperw
must be filled out properly for audit
Following these guidelines ensures
government does not fine the comp
and the consumer knows the compa
reputable.

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The training program at Cooling House Heating and Air Conditioning is for the
warehouse/inventory department. This training will aid employees in enhancing their ability to
sign in trucks, stock inventory, sign out inventory, enter inventory into the computer system, and
order inventory according to the appropriate processes. The intended audience for the
warehouse/inventory training are employees that are already in the warehouse/inventory position
as well as employees who will be entering into the warehouse/inventory position.
The warehouse/inventory position is the second most important position beyond
management within the organization. This department ensures all equipment and parts are
stocked, that all parts are accounted for when they leave the building, all distributors are charging
appropriately for the parts, and that parts are reordered in the sufficient amount of time. This
position is the position that assist in determining the exact profit margin for the company by
ensuring the company is not losing profit through lost parts, wrong pricing, or theft. Enhancing
the training program for this department will assist in enhancing theft control, inventory control,
and profit control.
At the current standing in the warehouse/inventory department the processes are not
operating in the appropriate fashion to ensure optimal effectiveness and efficiency. Currently the
warehouse/inventory department is losing funds from missing and unaccounted for parts along
with overpricing from the distributors. The warehouse/inventory employees are hired to watch
these areas closely and to assist with minimizing loss. According to Johnston (2015),
You can account for damage and losses with a good inventory system. You need to not
only identify damage; you also need to place a value on the unusable item. Inventory
pieces can have different values depending on when you ordered them, so your labeling
and tracking should tell you exactly how much you paid for each unit. Then you can

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show the exact expense of any loss. Use this figure when calculating your net income.
Your inventory losses count as an expense of doing business (Importance of Warehousing
& Inventory Control).
Warehouse/inventory control is an intricate part of Cooling House Heating & Air Conditioning
and the new training program will assist in guiding the employees through new and improved
processes to ensure each step in the department is performed with optimal precision.
The instructional practices that will be used during this training program are social
training, user-generated content, augmented reality/virtual reality, and face-to-face training.
Face-to-face training is the traditional form of training and will allow the employee and the
trainer to interact through the training process. This form of training gives the employee the
ability to ask questions one-on-one with the trainer and to gain a deeper understanding of the
training material.
User generated content and social learning are both training trends that lend to each other.
Vayuvegula (2015), user-generated content is the content that is developed by employees, who
are not learning professionals. This content is collated and included in the training curriculum
and is used for performance improvement by learning and training experts of the organization
(User-Generated Content in Corporate Training: Does it Make Sense?). Combining usergenerated content with social training will enable the employees to gain their own information
and share this information with other employees on the organizations message board. This is
where the employees can converse over shared information and gain a deeper perspective from
their peers.
Augmented reality/virtual reality training gives the employee the opportunity to see real
life technician situations before entering into the field. This opportunity lends the employees the

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benefit of working through diagnostic situations before entering into the field. The goal of the
organization to integrate augmented reality/virtual reality into the training process is to give
employees the opportunity to partake in real life training in a controlled environment.
Each instructional method will prove valuable to the training process and will allow each
employee to learn in the way he or she learns best. Each method also gives the employee a
different way to gain answers to questions whether it be through the message board, the
augmented reality, user-generated content, or from face-to-face interaction, each employee will
gain knowledge to enhance the warehouse/inventory department.
The promotional channels for the training program will consist of word of mouth, email,
signage, and pamphlets. Each employee will receive constant information for the training
program which will involve how to join the training program from outside departments, what the
training program will consist of, and the intended results of the training program. Word of mouth
is one of the most important and traditional ways to spread information and is still the most
consistent way to promote within an organization. The more people that talk about it, the more
people will know about it. Emails will be sent out as reminders about the training program and
the content within the training program. Signage will be hung around the organization with dates,
times, and inspirational messages about the training in an effort to gain involvement. Pamphlets
will also be handed out to employees and management describing the training process and what
is to be expected from the training program. The more information and talk about the training
program the more people will gain interest in the program.

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Program Evaluation

The program evaluation will be overseen by the management team. The evaluation
process is necessary to reveal the success of the training program and will be used to adjust the
training program in future sessions. The evaluation will delve into each instructional practice and
the effectiveness each had on the training process along with how well each employee reacted to
the training process. The metrics that will be measured are the effectiveness of each instructional
practice on the training process, how well the employees reacted to the training process, the
monetary results after the training has been completed, and how the training has affected
employee morale.
The evaluations types and data collection methods will consist of employee performance
reviews, questionnaires given to the employees and trainer, interviews with the employees and
the trainers, and analysis of the financial reports. The employees and trainees will be interviewed
throughout and after the training program ends. This evaluation will consist of 3 interviews of
each, one at the beginning, one in the middle of the program, and one at the end of the program
to see how each employee and trainer depicts the process of the training program. Questionnaires
will be given at the beginning and end of the training program which will be another way to
analyze the individual perspectives of the training program. Employee performance reviews will
be done at the same times as the interviews to gauge how the training has assisted employee
performance. Lastly the financial analysis will be done quarterly and this analysis will show
financially how successful the training program was.
Not only should the financial standing of the organization increase, but the morale of the
employees and management team should also improve through the training program. The
organization realizes that the training program will not be completely successful with the first

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session. Each evaluation method will also give insight into what improvements need to be made
with the training program to ensure that the program is more successful in the future. The
training process can be summarized with one quote, Voskamp (2016), Practice is the hardest
part of learning, and training is the essence of transformation (One Thousand Gifts: A Dare to
Live Fully Right Where You Are). Through the training program the organization strives to
transform employee morale and the processes within the warehouse/inventory department.

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Resources

Johnston, K. (2015). Small Business. National Osteoporosis Foundation. Retrieved from

http://smallbusiness.chron.com/importance-warehousing-inventory-control-77227.html
Taylor, J. (2004). ACEEE: American Counsel for Energy-Efficient Economy. Retrieved from
http://aceee.org/files/proceedings/2004/data/papers/SS04_Panel6_Paper26.pdf
Vayuvegula, A. (2015). CommLab India. Retrieved from
http://blog.commlabindia.com/elearning-design/user-generated-content-corporatetraining
Voskamp, A. (2016). Goodreads. Retrieved from http://www.goodreads.com/quotes/tag/training